Date of Submission to Coordination Unit:
27/04/2016
A. GENERAL INFORMATION
1. Activity Name
Supporting the Design and Implementation of Economic and Social Reforms for Inclusive Growth
in Tunisia through Capacity Building in Statistics, Monitoring and Evaluation
2. Requestor Information
Name: Mrs. Kalthoum Hamzaoui
Title: Director General of multilateral Cooperation
Organization and Address: Ministry of Development, Investment and International Cooperation, 98
Avenue Mohamed V (Place Pasteur), Tunis-Belvédère, Tunisia
Telephone: (+216) 71 892 653
Email: [email protected]
3. Recipient Entity
Name: Mr. Rached Ben Romdhane
Title: Director of Cabinet
Organization and Address: Ministry of Development, Investment and International Cooperation, 98
Avenue Mohamed V (Place Pasteur), Tunis-Belvédère, Tunisia
Telephone: (+216) 71 794 564
Email: [email protected]
4. ISA SC Representative
Name: Mr. Jacob Kolster
Title: Director, North Africa regional department
Organization and Address: African Development Bank, rue du dollar, Berges du Lac 2, Tunis, Tunisia
Telephone: (+216) 71 10 20 65
Email: [email protected]
Name: Mr. Andreas Schaal
Title: Head of the Sherpa Office and Global
Governance Unit
Organization and Address: Organisation for Economic Co-operation and Development, 2 rue André
Pascal, Paris, France
Telephone: (+33) 01 45 24 18 55
Email: [email protected]
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5. Type of Execution (check the applicable box)
Type
Endorsements
Country-Execution
Attach written endorsement
from designated ISA
√ Joint Country/ISAAttach written endorsement
Execution
from designated ISA
Justification
The proposed project aims to support
more effective implementation of the
Government of Tunisia (GoT)’s Strategic
Development Plan 2016-2020 and
structural reforms by strengthening its
capacity in statistics, impact assessment,
monitoring and evaluation. The project
comprises four components: (1) Support
to the design and implementation of
macro-economic and structural policies
and reforms; (2) Support to inclusive
regional development through improved
regional statistics and monitoring and
evaluation capacity; (3) support to
Tunisia’s open data agenda through the
design and installation of a new statistical
dissemination infrastructure; and (4)
Project management and audit. The
duration of the project is 3 years.
The nature of the project requires some
activities to be executed by the
Government of Tunisia (GoT), in close
collaboration with the participating ISAs,
(OECD and AfDB) and other activities to
be directly and exclusively executed by
the OECD.
The part executed by the GoT will aim to
strengthen its capacity in designing,
monitoring and evaluating structural
macroeconomic
and
regional
development reforms and policies. The
OECD executed activities will complement
these efforts by putting at the disposal of
the GoT the OECD’s expertise, established
standards and instruments and peer
reviews in the areas of macroeconomic
policymaking,
structural
reforms,
regional development and regional
statistics.
In addition, the OECD has been engaged
with the Government of Tunisia for over a
decade to support reforms for socio-
2
economic development through policy
analysis and advice, including through the
March 2015 report Tunisia: A Reform
Agenda to Support Competitiveness and
Inclusive Growth (Better Policies Series)
or four ongoing MENA Transition Fund
projects on investment, PPPs, youth
employment and tax reform implemented
with other partners. Similarly, AfDB has
been a privileged partner of Tunisia since
1964 and is of the bank’s 3 top
beneficiaries in terms of historical
cumulative approvals. Therefore, Tunisia
has experience in directly dealing with
AfDB and accessing OECD research and
tools.
AfDB will be the only ISA responsible for
the oversight and management of the
funds used for the country-executed
portion.
The project will also leverage on the work
performed by other development
partners providing support in the above
areas (e.g. the EU, World Bank and AfDB).
ISA-Execution for
Country
ISA-Execution for
Parliaments
Attach written endorsement
from designated ISA
Attach written endorsements
from designated Ministry
and ISA
(Provide justification for ISA-Execution)
6. Geographic Focus
√ Individual country (name of country): Republic of Tunisia
Regional or multiple countries (list countries): N/A
7. Amount Requested (USD)
Amount Requested for direct Project Activities:
(of which Amount Requested for direct ISA-Executed Project Activities):
Amount Requested for ISA Indirect Costs:1
1
USD 3,678,017 including:

OECD-executed project
activities: USD 1,848,017
 Government of Tunisia
executed activities: USD
1,830,000
AfDB: USD 100,000
OECD: USD 124,253
ISA indirect costs are for grant preparation, administration, management (implementation support/supervision) including
staff time, travel, consultant costs, etc.
3
Total Amount Requested:
USD 3,902,270
8. Expected Project Start, Closing and Final Disbursement Dates
Start
1 September
Closing
31 August 2019
End
Date:
2016
Date:
Disbursement
Date:
9. Pillar(s) to which Activity Responds
Pillar
Primary Secondary
(One
(All that
only)
apply)
Investing in Sustainable
√
Growth.
This could
include such topics as
innovation
and
technology
policy,
enhancing the business
environment (including
for small and mediumsized enterprises as well
as for local and foreign
investment promotion),
competition
policy,
private
sector
development strategies,
access
to
finance,
addressing
urban
congestion and energy
intensity.
Inclusive Development
and Job Creation. This
could include support of
√
30 November
2019
Pillar
Primary Secondary
(One
(All that
only)
apply)
Enhancing
Economic √
Governance. This could
include areas such as
transparency,
anticorruption
and
accountability
policies,
asset recovery, public
financial management and
oversight, public sector
audit
and
evaluation,
integrity,
procurement
reform, regulatory quality
and
administrative
simplification, investor and
consumer
protection,
access to economic data
and
information,
management
of
environmental and social
impacts, capacity building
for local government and
decentralization, support
for the Open Government
Partnership, creation of
new
and
innovative
government
agencies
related to new transitional
reforms, reform of public
service delivery in the
social and infrastructure
sectors, and sound banking
systems.
Competitiveness
and
Integration. This could
include such topics as
4
√
policies for integrating
lagging regions, skills and
labor market policies,
increasing
youth
employability, enhancing
female
labor
force
participation, integrating
people with disabilities,
vocational
training,
pension
reform,
improving job conditions
and regulations, financial
inclusion,
promoting
equitable fiscal policies
and social safety net
reform.
logistics,
behind-theborder
regulatory
convergence,
trade
strategy and negotiations,
planning and facilitation of
cross-border
infrastructure,
and
promoting and facilitating
infrastructure
projects,
particularly in the areas of
urban
infrastructure,
transport, trade facilitation
and
private
sector
development.
5
B. STRATEGIC CONTEXT
10. Country and Sector Issues
Tunisia’s successful political transition has not produced yet the expected benefits in terms of economic
recovery and transformation. Five years after the 2011 revolution, Tunisia continues to report weak
growth, well below its historical performance (i.e. 5% during the decade leading to the 2011 revolution).
Growth is estimated at 0.8% for 2015, reflecting a decrease or stagnation of all economic sectors, except
non-commercial services, driven by wage increases in the public service, and agriculture whose
performance was particularly boosted by an exceptional production of olive oil (1.77 million tons in 2015
against 350,000 tons in 2014). In 2016, GDP growth is projected at 2% and will continue to be driven
mainly by domestic consumption. The authorities expect an acceleration of growth between 2016 and
2020, with an average of 4% over the period, driven by an improved security and social context, and an
acceleration of the implementation of structural reforms, which should be fostered by the adoption of the
5-year plan. Nevertheless, Tunisia’s macroeconomic fundamentals remain fragile, especially on the
external and debt fronts. In addition, while budget deficit shows a downward trend since 2014, the budget
composition (i.e. strong emphasis on current expenses) and slow pace of public investment remain
problematic.
Similarly, Tunisia continues to face significant regional disparities and high unemployment, which
represent major weaknesses that contributed to the outbreak of the 2011 revolution. The gap has actually
widened over the years between large coastal cities and interior regions. The last census, in 2014, shows
that in terms of equipment, road infrastructure, health and leisure services, the governorates of Kasserine,
Sidi Bouzid, Gafsa, Jendouba, Kairouan, Kebili are far behind the national average, but also far from the
average reported by coastal governorates. For instance, national statistics show that the knowledge level
is 30 times higher in Tunis than in an interior region such as Kasserine while quality of health services is
six times higher in Tunis compared to Sidi Bouzid. These disparities have fueled several social uprisings
recently and created further security challenges for the GoT. The Unemployment rate remains also high at
15.4% at the end of 2015. Unemployment particularly affects young graduates (31.2%) and women
(22.6%). These high rates reflect the slow pace of reforms undertaken by the authorities so far, the low
number of jobs created by the private sector because of the non-conducive business environment (notably
in interior regions); and the mismatch between the training offered by the educational system and the
needs of the labor market.
In order to address these weaknesses and deliver accelerated, inclusive and sustainable growth, the newly
democratically elected government that took office in February 2015 initiated reform efforts and is putting
the final touches to a 5-year Strategic Development Plan (SDP) that would guide the country’s investment
and reform efforts. The SDP should serve as a base to produce regional development plans as well.
However, the implementation of this ambitious plan along with the necessary structural reforms require
well developed design, impact assessment, monitoring and evaluation mechanisms and tools as well as
availability of good statistical indicators to measure outcomes in terms of social and economic
performance, with a particular focus on disadvantaged regions and groups. The availability of such
mechanisms, tools and indicators is key to inform public decision making and help the GoT take corrective
actions if need be. These instruments will also be useful to track and evaluate Tunisia’s progress in the
implementation of the Deauville Partnership’s Compact for Economic Governance.2
2 Adopted by all Deauville Partners at a Senior Officials’ Meeting in May 2015, the Compact for Economic Governance provides a framework for key
policy objectives to promote good governance and a sound business climate, to be undertaken by Arab Countries in Transition and supported by the
G7, Deauville Partner countries, the OECD and the international financial institutions, as well as relevant coordination platforms.
6
Against, this background, the objective of the present project is to assist the government in building
capacity in these key areas, thereby contributing to the successful execution of the 5-year plan, associated
structural reforms and policies, and beyond.
11. Alignment with Transition Fund Objective
The objective of the Transition Fund is to strengthen governance and public institutions, and foster
sustainable and inclusive economic growth by advancing country-led policy and institutional reforms. The
project is fully aligned with the Fund’s objectives because it aims to foster economic and social transition
in Tunisia through support to the implementation of home-grown and country-owned reforms.
Specifically, the project is aligned with the following thematic areas of the Fund: (i) investing in inclusive
development and job creation by fostering reforms that enhances the inclusion of regions and
disadvantaged groups; and (ii) enhancing economic governance by supporting greater transparency and
capacity in reporting and assessing government policies and reforms. In addition, the project will leverage
on the work supported by the European Union (EU) on regional statistics, which is in line with the Fund’s
focus on “funding for technical cooperation proposals that leverage other supporting relationships that are
external to the recipient entity and supporting ISAs”.
12. Alignment with Country’s National Strategy
The 2011 revolution revealed the limits of the economic development model used by Tunisia over the past
decades and its inability to deliver equitable distribution of wealth and economic opportunities across
regions and social groups. This prompted the authorities to rethink the country’s development policies in
order to create inclusive and sustainable growth.
The new government’s priorities are articulated in the 2016-2020 strategic orientation note published in
August 2015. The Government of Tunisia (GoT) is also finalizing a 5-year Strategic Development Plan
(SDP) 2016-2020 to implement the vision and priorities presented in the strategic note. This plan is
expected to be ready by summer 2016 and presented to the international community during an
international conference in fall 2016.
The Orientation Note published by the GoT identifies 5 priority axes for government action and reform
efforts: (i) Good governance and reforms; (ii) Enhanced economic sophistication; (iii) Human
development and social inclusion; (iv) Comprehensive and sustained regional development; and (v)
Sustainable development. The project will be serving all the 5 priority axes listed above but particularly,
axes (i) and (iv).
C. PROJECT DESCRIPTION
13. Project Objective
The objective of this project is to enhance efficiency and effectiveness in the implementation of the
GoT’s Strategic Development Plan 2016-2020 (SDP) and future structural reforms and policies by
strengthening its capacity in statistics, impact assessment, monitoring and evaluation. Notably, the
project presents a perfect opportunity to support Tunisia’s efforts to achieve its economic transition and
structural transformation. In particular, the objectives and activities planned under this project makes it
7
a suitable candidate for financing by the MENA Transition Fund given the Fund’s objective of assisting
countries in transition to develop inclusive growth and foster home-grown reforms.
In particular, the project will support the delivery of sustainable and inclusive growth by serving three key
areas: (1) support to the design and implementation of macroeconomic and structural policies; (2) support
to inclusive regional development through improved regional statistics and monitoring and evaluation;
and (3) support to Tunisia’s open data agenda through the design and installation of a new statistical
dissemination infrastructure.
14. Project Components
The project will be executed over a period of 36 months, and will comprise four components: (1) Support
to the design and implementation of macro-economic and structural policies and reforms; (2) Support to
inclusive regional development through improved regional statistics and M&E capacity; (3) Support to
Tunisia’s open data agenda through a new statistical dissemination infrastructure; and (4) Project
management and audit. The main aim is to support the GoT’s efforts to achieve accelerated and inclusive
growth through more efficient planning, design, execution, and monitoring and evaluation capacity of
projects and reforms.
Component 1: Support for the implementation of macro-economic and structural policies and
reforms
The GoT faces many challenges, but also a unique opportunity to implement ambitious reforms, from
which the benefits could be immense. The Ministry of Development, Investment and International
Cooperation (MDICI) is at the forefront of these efforts and has initiated numerous activities to this end,
notably by taking the leadership in preparing the SDP. Planning, designing, implementing and monitoring
reforms and projects under the 5-year SDP and beyond will require clear and well-defined outcome and
policy indicators, as well as capacity to assess the impact of these reforms and projects. Component 1
addresses these needs through two sub-components.
Sub-component 1.A: Benchmarking Tunisia’s economic performance and policies (activities executed by
the OECD)
Benchmarking Tunisia’s economic performance and policies against OECD countries and key emerging
economies will serve to better design policies and structural reforms, and to monitor progress in policy
implementation and outcomes. An in-depth policy analysis based on well-tested OECD methodologies will
allow Tunisia to learn from the experience of other countries, to build expertise at the government level
and to enrich the policy dialogue with key stakeholders.
Activity 1.A.1: Informing economic policy design through the development of internationally comparable
indicators and economic projections
Good comparative data and information are key to the development of sound economic and policy
analysis, the formulation of reforms, and assessment of progress in outcomes and in reform
implementation. To assist the GoT in building capacity in this respect, the OECD will:

Build various structural policy indicators in the context of the OECD Going for Growth model
and support Tunisia’s participation in this exercise alongside OECD and emerging
economies. This exercise will cover a wide range of policy areas including competition and
product market regulation (PMR) and employment policy legislation, taxation, innovation,
education, financial markets, sustainable development, social safety nets, health care and public
spending. The ultimate output of this activity would be Tunisia’s participation in the 2017 and
2018 OECD Going for Growth assessment. This would allow Tunisia to better assess and benchmark
8
its economic performance and to identify key structural policy reforms. The OECD will also aim to
build capacity within the GoT to update and maintain such indicators in the future by sharing and
providing training on the methodology underlying the relevant indications.

Draw economic projections for Tunisia twice a year, in the context of the OECD Economic
Outlook and its longer-term scenario. This exercise will integrate Tunisia into a forecasting
framework along with OECD and key emerging economies. In particular, Economic Outlook
projections will reflect the situation in OECD partner through trade and financial linkages, as well
as overall global prospects. Before their publication, the projections are discussed twice a year in
Paris among representatives of OECD and emerging markets. The project will support Tunisia’s
participation in the OECD Economic Outlook starting in 2016.
Activity 1.A.2: Improving design and impact assessment of structural economic reforms
The augmented set of indicators will allow benchmarking Tunisia with OECD countries and emerging
economies to better assess scope for progress, inform on relevant policy experience, and help prioritize
reforms in the context of the SDP. To this end, the OECD will rely on the accumulated knowledge and
experience sharing of the OECD Economic Policy Committee and other OECD bodies to:

Benchmark Tunisia’s policies with OECD countries and key emerging economies to help the
GoT assess the impact of reforms and to prioritise them. Based on a broad set of structural
indicators and by benchmarking Tunisia’s economic policies against those of OECD countries and
key emerging economies, the OECD will help the GoT’s identify priorities for policy reforms. It will
also assess the impact of various structural policy reforms on growth and other dimensions of wellbeing in particular inequality and the environment.

Provide an in-depth analysis of areas in which the country needs and wants to undertake
reforms to develop specific, robust and evidence-based policy recommendations. The
ultimate output of this activity would be an economic report of Tunisia. The report will provide an
in-depth analytical assessment with an overview macroeconomic chapter and generally two
structural policy chapters on topics important for growth and well-being to be chosen by the OECD
in consultation with the GoT. The report will focus on policies having a potential to improve the
economy’s long-run performance. The report also places a special emphasis on links between
structural policies in these areas and macroeconomic performance.
Activity 1.A.3: Building local capacity and fostering policy dialogue
An integral part of the support to Tunisia is to build local capacity to ensure that indicators and the
associated analysis can be maintained and upgraded, are well understood by key players and are fully
integrated in the policy reform process. To this end, the OECD will:

Share its experience in assessing economic developments, maintaining indicators and
measuring the impact of structural reforms. Building and maintaining indicators will be done
in close cooperation with the Tunisian authorities and other key stakeholders to assess legislation
and outcomes. The methodologies followed to develop the different indicators will be shared with
the government. Secondment programmes with Tunisia’s government will also be used to expose
the Tunisian authorities to OECD benchmarking exercises and further encourage knowledge
transfer. In addition, the OECD will organise a workshop in Tunis on the impact of structural
reforms based on the empirical work carried out by the Secretariat and the experience of countries
shared in its Committees.

Promote the sharing of views and knowledge between Tunisia’s government, OECD
countries and other emerging economies. The exchange of policy experience and peer learning
are key objectives of the OECD. Tunisia is already a member of the OECD Development Centre. In
9
addition, under the project, Tunisia is encouraged to apply to participate in additional OECD
committees. Tunisia’s participation in the Committees as invitee is free, and the budget planned
for the project includes travel for Tunisian participants in Paris.

Foster policy dialogue with key stakeholders. The preparation and publication of the in-depth
policy analysis (Economic Report) will offer a unique opportunity to enrich the policy dialogue both
within Tunisia and with its main partners. To prepare the in-depth policy analysis, the OECD will
meet the government, trade unions, private sector representatives, and other representatives from
the civil society to gather views and information. The OECD will present its preliminary
conclusions to high-level government representatives and adjust them to incorporate comments
and views. The draft will be discussed in an OECD workshop, with Tunisia and OECD countries’
representatives, as an opportunity to foster policy dialogue between Tunisia and key partners.
When the in-depth policy analysis will be published, the OECD will co-organise an event with the
Tunisian government to present the key conclusions. A series of workshops and seminars will also
be organised with representatives of civil society and academia.
Sub-component 1.B- Enhancing MDICI forecasting, planning and monitoring capacities (Activities
executed by the GoT)
This sub-component aims at strengthening the capacity of the MDICI in planning, designing and
implementing reforms under the 2016-2020 SDP and beyond. Specifically the component will seek to: (i)
Enhance the GoT’s forecasting and implementation capacity of macroeconomic policies, (ii) Improve
Quantitative Impact assessment of structural reforms, and (iii) Develop dashboards that would ensure
more effective monitoring of Tunisia’s economic performance.
Activity 1.B.1: Enhance forecasting and implementation capacity of macroeconomic policies
The MDICI has a long experience and proved competency in planning, forecasting and implementing
macroeconomic policies. Enhancing these capacities is key for the development of growth patterns
including, among others, planning of public funding needs, public investment and for maintaining
macroeconomic balances. A macro econometric model has been implemented with the support of the
European Union and AfDB. The MIDCI (department of forecasting namely Direction Générale des Previsions
(DGP) and the Institut Tunisien de la Compétitivité et des Etudes Quantitatives (ITCEQ)) are seeking to
develop other useful tools to complement this model. This includes a Model using a Dynamic Stochastic
General Equilibrium (DSGE) approach in order to forecast and assess the impact of fiscal and monetary
policies. International institutions, central banks and governments currently use such approach in order
to assess budget scenarios and the GoT is keen to adopt such best practice. In addition, the DGP and ITCEQ
would like to introduce intra annual forecasting techniques to improve the short-term forecasting
performance. These approaches are extremely useful to monitor the economic condition at the 2nd quarter
perspective. The project will be supporting the introduction of these new forecasting techniques.
Therefore, this activity will:

Develop a DSGE model and a dynamic factor model to forecast and analyze Tunisia’s
macroeconomic performance. These models will build on international best practices while
being adapted to the Tunisian economy context,

Build the capacity of ITCEQ, DGP and other relevant ministerial staff to use, maintain and
update the above requested developed models. This will be done through organization of 4
training sessions on (1) advanced macroeconomics, (2) programming on the software used to
develop the model (3) modelling and simulation, (4) how to use models’ outputs to prepare
policy briefs. At least 10 staff from DGP and ITCEQ will benefit from this training.
10
Activity 1.B.2: Improve Quantitative Impact assessment of structural reforms
The objective of this activity is to develop a series of monitoring tools to quantify the expected ex-ante
impact of reforms to be undertaken by the GoT. The models will be developed in close cooperation with
ITCEQ and DGP to enhance effectiveness of the GoT’s impact assessment capacity. More specifically, the
models should be adapted to fiscal policy (CGE model), social security reforms (overlapping generations
model), trade integration (multi-country CGE model) and impact assessment of reforms aiming to achieve
Sustainable Development Goals (SDGs) (econometric and CGE models). Therefore, this activity will:

Develop a CGE model that delivers medium term scenarios of macroeconomic performance
and quantitative assessment of the impact of envisaged reforms. The model include a userfriendly interface that would allow simple use by policy makers.

Develop an overlapping generation model that measures the quantitative impact of social
security and retirement reforms.

Adapt and upgrade an existing multi-country CGE model by adding the features of the
Tunisian economy in order to quantitatively simulate and assess the impact of commercial
reforms.

Perform a diagnostic that will identify reforms needed for Tunisia to meet the Sustainable
Development Goals (SDGs) and build a CGE model that will assess coherence between these
reforms and quantify their joint feasibility and effect.

Build the capacity of ITCEQ, DGP and other relevant ministerial staff to use, maintain and
update the above requested models. This will be done through organization of 4 training
sessions on (1) simulations using CGE, (2) econometric techniques, (3) programming on the
software used to develop the model, (4) how to use models’ outputs to prepare policy briefs. At
least 15 staff from DGP and ITCEQ will benefit from this training.
Activity 1.B.3: Development of Dashboard
The objective of this activity is to develop a dashboard to track key indicators that are important for
the implementation of the 5-year plan as well as economic conditions (economic and competitiveness,
environment for sustainability, social). The dashboard will also be used to set up and monitor indicators
against thresholds that will trigger corrective actions. Specifically, this activity will:

Define the indicators to be tracked and methodology, protocol to feed the dashboard,

Develop a user friendly interface,

Calibrate and test the system and running simulations.
Component 2: Support to inclusive regional development through improved regional statistics and
M&E capacity
The new constitution adopted in 2014 places regional development at the centre of the government’s
priorities, and gives local authorities a key role in economic and social planning and development. Five
years after the revolution, regional disparities remain very large. The SDP 2016-2020 seeks to reduce
permanently these differences. This component will have 2 pillars to be executed respectively by the OECD
and the GoT. The AfDB will ensure oversight of the activities that are executed by the GoT.
Sub-component 2.A: Support the GoT in developing a system of internationally comparable indicators at
the sub-national level (activities executed by the OECD)
This sub-component will be implemented by the OECD as ISA, in consultation with the Government of
Tunisia. Its overall objective is to improve the implementation, monitoring and evaluation of regional
11
development and social policies in Tunisia through a strengthened governance of regional statistics. It
covers only activities that are not supported by the twinning project funded by the European Union for the
period 2016-2017 to the benefit of the INS (which is under the purview of the MDICI-see Annex 3) and
leverages the achievements of 2 ongoing projects funded by the EU on regional statistics, including the
restructuring of regional INS offices.3 The sub-component will also support the activities of related MDICI
institutions, namely the DGDR (Direction Générale du Développement Régional)4; ODS (Office de
Développement du Sud); ODNO (Office de Développement du Nord Ouest); ODCO (Office de
Développement du centre Ouest) Commissariat Général au Développement Régional (CGDR); Institute
National de la Statistique (INS); CNS (Conseil National des Statistiques). Collaboration with Ministries in
charge of administrative data relevant for regional statistics (for example, Ministry of Finance, Ministry of
Social Affairs, Ministry for the Employment), will be sought concerning the identification, design and use
of regional statistical information. All activities are inter-linked and contribute to building an improved
knowledge base for the public and private sectors, as well as the civil society in Tunisia.
The sub-component will benefit from the accumulated knowledge and experience sharing of the OECD
Working Party on Territorial Indicators (WPTI). The availability of accurate regional statistics would also
allow Tunisian data to be compared with peer countries (including, for instance, through Tunisia’s
participation in the OECD flagship publication Regions at a Glance), which would enable the GoT to
participate more actively into international fora, such as the OECD Regional Development Policy
Committee (RDPC), subject to the applicable OECD rules.
The work will offer a diagnosis of the legal and regulatory frameworks, data gaps in the context of a
reformed multi-level governance system, as well as capacity needs at the national and the sub-national
level to carry out new functions in the production and use of regional statistics.
Specific activities envisaged under this sub-component include:
1. Diagnosis of the current governance system of territorial statistics and identification of the
information needs for the design and implementation of regional development policies.
This action aims at strengthening the dialogue and exchange of information between producers
and users of regional statistics, identify possible obstacles for a good governance of regional
statistics, identify the priority sectors where administrative data sources can be exploited for
regional statistics, and build capacity within ministries to transform the administrative
information into statistics.
2. Compare the regional typology of Tunisia with the OECD typology for different levels with
the aim of better understanding economic and social realities in urban and rural areas and
increasing international comparability of Tunisian statistics. This work will use existing
information and covers the use of alternative sources of data, including geographic information
systems (GIS) and administrative data, to complement traditional sources – censuses and surveys
– in the identification of geographical units and monitoring global and national development
objectives at different regional scales.
3. Knowledge transfer on government statistics compiled under the international
methodology of national accounts. This work will include non-financial accounts and financial
accounts and balance sheets for the general government sector and sub-sectors (central
government, local governments and social security). It will also help assess the methods to produce
3
The Technical Assitance was extended under the Programme for the Support of the Association Agreement and the
Transition "P3AT" (Programme d’Appui à l’Accord d’Association et à la Transition « P3AT »). Annex 3 provides a brief
summary of this project.
4
The DGDR coordinates the work of the Offices of Development which produce the publications “governorates in
numbers.”
12
data on regional and local government budgets (expenditure, revenue, tax revenue) to better
understand spending needs and charges.
Three final outputs foreseen for this sub-component could be summarized as follows:

First, one workshop organized and facilitated by the OECD to support the sustainability of the
Tunisian regional indicators production over time. During the workshop, international
experiences will be presented to foster knowledge transfer. Participants will include national civil
servants and staff from statistical offices. Local and regional authorities could be invited to
participate.

Second a document that summarizes the results of the diagnosis of the governance of
statistics for regional development; this document will be peer reviewed by the OECD Working
Party on Territorial Indicators and discussed in the MENA OECD Governance Programme.

The third output of this activity would be Tunisia’s participation in the 2018 OECD Regions at
a Glance publication. First published in 2007, this bi-annual report provides an overview of
regional contributions to national prosperity and well-being in OECD countries and emerging
economies from a comparative perspective, which enables countries to assess regional disparities
and progress made by lagging-behind regions.
Sub-component 2.B: Enhance effectiveness of Tunisia’s regional development policies through
strengthened M&E capacity and improved indicators (activities executed by the GoT)
This sub-component will be executed by the GoT. The African Development Bank will act as ISA and ensure
oversight of planned activities. Its main objective is to enhance the efficiency and effectiveness of regional
development policies by (i) reviewing historical regional development policies to identify gaps and
weaknesses, (ii) building indicators that measure the attractiveness of regions with the goal to identify
areas for interventions and priorities, and (iii) strengthening the GoT’s capacity in monitoring and
evaluating the impact of regional development policies.
Activity 2.B.1: Strengthen the GoT’s capacity to monitor and evaluate regional development policies
Under this activity, he project will strengthen MDICI's ability to implement, monitor and evaluate regional
development policies by (i) providing an assessment of the effectiveness of previous regional development
policies (before the revolution); (ii) building a monitoring and evaluation system for regional development
policies using a participatory approach; and (iii) strengthening capacity in terms of monitoring and
evaluation of regional development policies. The outcomes of this activity are:

Produce a diagnostic assessment of historical regional development policies to identify best
practices and weaknesses that need to be addressed. The output will be a diagnostic report of
regional development policies shared through a dissemination seminar.

Develop a monitoring and evaluation system of regional development policies involving
civil society. The tool will serve as a decision making tool at the service of the structures
responsible for promoting regional development, including those under the purview of the MDICI
(CGDR, ODNO, and ODCO ODS). This monitoring and evaluation system will also serve as a
monitoring tool for the implementation of public projects in regions included in the 2016-2020
SDP as well as its evaluation and adjustment.

Strengthen the capacity of MDICI and sectoral ministries in terms of monitoring and evaluation
of regional development policies through training sessions and / or study visits in other countries
for best practice sharing. At least 3 training sessions will be organized to train 20 government staff
from MDCI and 9 other key sectorial ministries (equipment, agriculture, education, health,
transport, women and family, local affairs, etc.) as well as key agencies such as the National
13
institute of Statistics. A study tour will also be organized for 3 staff from DGDR (at MDCI) for best
practice sharing.
Activity 2.B.2: Development of regional attractiveness indicators
This activity is fully aligned with the objective of promoting the attractiveness of regions that the GoT is
emphasizing in its regional development policy. Actions envisaged entail the development of indicators
measuring the attractiveness of Tunisia’s different regions on different dimensions (i.e. economic, social,
etc.), in terms of public and private investment, public services, social and community facilities,
infrastructure, etc. Such indicators will allow the GoT to identify gaps and regions that have disadvantages
to attract domestic and foreign investment. These indicators will inform reform efforts and design of
regional development policies and projects to achieve inclusive economic growth, and accelerate jobs
creation.
Component 3: Support Tunisia’s open data agenda through a new statistical dissemination
infrastructure (OECD-executed)
This component will support the development of a sustainable and robust statistical dissemination
infrastructure to provide relevant and timely data to monitor progress of Tunisia’s economic situation and
policies through relevant indicators, and data enriched policy dialogue with civil society and key partners.
In this context, the INS is expected to adopt .Stat as the underpinning component of the statistical
dissemination infrastructure. To facilitate for this, INS, subject to the signature of a memorandum of
understanding with the OECD, would become a member of the Statistical Information System
Collaboration Community (SIS-CC).
The work will start with a scoping exercise with the goal of identifying the current infrastructure and
technical capabilities of INS, and statistical processes underpinning data dissemination. This initial work
would lead to an output called ‘blueprint for statistical dissemination at INS’ composed of following
parts:

Assessment of INS data dissemination processes and definition of the 2 year target

Assessment of INS data product portfolio and definition of the 2 year target

Assessment of INS ICT Infrastructure and definition of the 2 year target

Delivery of a prototype of the future INS data dissemination platform based on available data, and
on a prototype instance of INS.Stat temporarily hosted at OECD.

Detailed identification of the 2 year target, action plan and refined resource requirement to reach
it.
Communication will be extremely important during that phase with all stakeholders at INS (statisticians,
communication and technical staff). Workshops will need to be facilitated to build capacity and develop a
common understanding, both in Tunis and in Paris.
Following the blueprint, several phases and outputs are envisaged, subject to confirmation after blueprint
assessment:

.Stat product adaptation based on the INS context and needs; at minimum the development of
specific feature to support the Arabic language, and right to left display of text will entail product
adaptation. The work effort to achieve this is expected to be between 5-6 months.

.Stat platform installation and integration in INS IT environment: Cloud implementation could
be envisaged.
14

Capacity building of INS statistical, communication and technical staff.

Stat maintenance and support: The same contribution as the one requested from all other
organisations using .Stat for dissemination today will enable OECD team to support the INS team
on a regular basis and also fund SIS-CC coordination work.
OECD expects the ‘Go live’ of INS.Stat to happen somewhere between 9 to 16 months after start of the
project, so as to ensure several iteration before end of the project for INS to be fully in capacity to continue
to innovate on the platform in a more autonomous manner.
Component 4: Project Management and audit (activities executed by the GoT)
A Project Manager will be recruited by the GoT under the overall oversight of AfDB as ISA and tasked with
providing advisory services and implementation support. The following deliverables are expected from
the Project Manager: (i) prepare ToRs for the recruitment of the different consultants that will deliver the
goods and services sought under this project; (ii) facilitate coordination between the different entities and
departments within MDICI that are covered by this project (DGP, ITCEQ, DGDR and INS, etc.), but also
coordination with the relevant line ministries and stakeholders; (iii) ensure end-to-end coherence of
project activities from institutional/policy work to actual delivery of the overall project; (iv) organize the
dialogue within the donor coordination unit; and (v) organize workshops, seminars and training sessions
to the projects’ beneficiaries.
An external auditor should also be recruited to perform the audit of the project at mid-term (18 months)
and at project closing, based on project financial statements prepared by ITCEQ. The 2 audits must be
performed according to AfDB standard terms of reference for review of grants and trust funds.
15. Key Indicators Linked to Objectives
Activities supported by this project should foster the delivery of accelerated, sustainable and inclusive
growth by enhancing the efficiency of the implementation of the 2016-2020 SDP, and Tunisia’s future
structural reforms and policies both at the macro and regional levels. By strengthening capacity in policy
and reform design, monitoring and evaluation, the project will provide the GoT with clear information
about the expected outcomes and impact of projects and structural reforms and policies envisaged in its
development programme. It will also allow the GoT to compare its performance to relevant peers, assess
the impact of its actions and put in place an effective monitoring system of the Tunisian economy’s
performance in terms of economic growth, social wellbeing, competitiveness and sustainability.
The key results indicators for the project include:





Accelerated economic growth (in line with the assumptions of the SDP 2016-2020);
Reduced regional disparities through enhanced economic opportunities in regions (difference
between highest and lowest regional unemployment rates);
Improved enabling environment and government capacity to implement the SDP 2016-2020
(qualitative indicator linked to MENA TF pillar outcome indicator 5.1);
Government bodies and institutions supported (indicator linked to MENA TF pillar output
indicator 3.1.2);
Documents produced (studies, assessments, reports, etc.) (indicator linked to MENA TF pillar
output indicator 5.1.1)
The project’s Results Framework in Section F of this proposal provides a full description of the project’s
indicators and targets.
15
D. IMPLEMENTATION
16. Partnership Arrangements (if applicable)
A. Tunisian Government
The GoT will ensure overall coordination among the key stakeholders of the project. It will also be
responsible for the execution of activities for which AfDB will act as ISA. The Ministry of Investment,
Development and International Cooperation (MIDCI) will be the recipient of the grant funding the GoTexecuted activities. A Project steering committee will be created within MDICI to guide project
implementation and monitor key decisions and outputs. This steering committee should include
representatives from key departments and entities that will contribute and benefit from the project, such
the forecasting and planning department (DGP), the regional development department (DGDR), the
National institute of Statistics (INS) and the Tunisian Institute of Competitiveness and Quantitative Studies
(ITCEQ). From a fiduciary perspective, ITCEQ will be acting as the project’s executing agency (PIU) for the
GoT-executed activities. ITCEQ is a center producing studies on economies, social and competitiveness
issues that is under the purview of MDICI. It was created in 1973 and has the status of a non aadministrative public institution (établissement public à caractère non administrative). A project manager
will be recruited to assist and advise the PIU and key stakeholders during the implementation of the
project to ensure successful delivery of results and outcomes.
B. African Development Bank
The AfDB will contribute its experience and knowledge of support to structural reforms and project
financing and implementation. Specifically, the AfDB will aim to provide operational and hands-on
experience acquired during its rich experience in supporting reforms and capacity building on the
continent and in Tunisia.
The AfDB will also aim to create synergies between this project and its policy based operations (i.e. budget
support operations, including the 2 ongoing ones targeting financial sector reforms and regional
development) and technical assistance grants in Tunisia. AfDB will be solely responsible for the oversight
and management of the funds used for the GoT-executed portion of the project (components 1.B, 2B and
4).
C. OECD
The OECD will execute components 1.A, 2.A and 3 of the project as ISA. The OECD will contribute its
experience and know-how in economic forecasting and monitoring, structural policies and reforms,
regional development and statistics. In addition, Tunisia will be able to benefit from benchmarking and
best practice sharing from OECD countries and other emerging economies as well as peer reviews and
dialogue in the context of relevant OECD committees and bodies (e.g. OECD Regional Development Policy
Committee).
D. Other stakeholders (e.g. civil society, donors)
The project will build on the on-going consultation process regarding the preparation of the SDP 20162020. In addition, coordination with development partners active in the areas covered by this proposal
(i.e. economic planning, general government capacity building, regional development, and statistics) will
be ensured regularly to create further synergies. In addition, MDICI, as the government’s focal point and
interlocutor for development partners, will ensure that coordination is handled effectively. The
OECD/AfDB team will also ensure regular and routine coordination during implementation to enhance
project impact.
16
17. Coordination with Country-led Mechanism/Donor Implemented Activities
Several donors have been and still are supporting ongoing and planned GoT’s reform efforts. Between
2011 and 2015, the AfDB alone provided 3 budget support loans to the tune of 1.3 billion and 2 of these
operations were jointly executed with other development partners, namely the World Bank and the
European Union. Similarly, all 3 institutions have budget support operations planned for 2016. Overall,
the policy matrices of these operations include reforms aimed at (i) enhancing macroeconomic
stabilization, (ii) improve the business environment, (iii) reduce regional disparities (iv) create income
and job opportunities , and improve (v) governance and accountability. Hence, the activities planned under
this project would be complementary to streams (i), (iii) and (v) of the work programme of these
development partners. For instance, AfDB’s 2016 policy-based operation on regional development
includes reform measures to enhance capacity and public investment in regions which will serve the
project’s purpose and vice versa .
In addition, several donors such as UNDP are providing assistance for the actual preparation and drafting
of the 5-year plan while others such as AfDB, GIZ and JICA have produced analytical work on regional
development issues that would inform the regional development plans that Tunisia will develop and
implement in the years to come. The GoT is also planning an international conference to present the 5year plan during fall 2016, which will be attended by both private investors and donors (AfDB, EIB, EBRD,
IsDB, etc.). The latter will most likely be contributing to financing projects under this plan. By providing
the necessary capacity to GoT to execute and monitor the 5-year plan and associated reforms, this project
will support and facilitate the engagement of donors during the implementation of the plan.
18. Institutional and Implementation Arrangements
The project will be funded by the MENA transition Fund and the GoT, whose contribution will be in kind
in the form of staff time, facilities, offices and equipment used and other services. AfDB and the OECD will
receive from the MENA transition Fund the part of the grant resources that would allow each one of them
to cover the direct cost of activities for which it acts as ISA as well as its share of the grant indirect cost.
Each ISA will be using its own rules and procedures to execute and disburse these resources. The OECD’s
components will be fully ISA-executed while the components for which AfDB acts as ISA will be executed
by the GoT. The first and the second components will have an ISA-executed part and a country-executed
part. The third component is fully ISA-executed by the OECD while the fourth component is GoT executed
under the oversight of the AfDB as ISA.
A steering committee involving will be created at the level of MDICI to provide
guidance/recommendations on the project’s progress, key decisions and outputs. This steering committee
should be chaired by a senior staff from MDCI (as the latter has ultimate responsibility for executing the
5-year plan) and include representatives from key departments and entities that will contribute and
benefit from the project, such as DGP, DGDR, INS and ITCEQ. The steering committee will have a launching
workshop at project inception to agree on the set and timing of key milestones as well as distribution of
roles and responsibilities among all stakeholders. For activities executed by the GoT, ITCEQ will be acting
as the executing agency. A project manager will be hired to provide support to the execution agency while
an external auditor will be hired to perform the audit of the project at mid-term and at end of the project.
The project manager must also support the steering committee to prepare quarterly reports that will be
submitted to the GoTs / MDICI Minister as well as implementing agencies. In order to ensure speedy
recruitment of the project manager, the latter will be recruited as an Individual consultant (to be financed
under the GoT-executed sub-components) and procured following comparison of qualification of at least
three (03) candidates. Qualification comparison will be done based on information on their Curriculum
vitae.
17
19. Monitoring and Evaluation of Results
The monitoring and evaluation of the Project and its expected results will be coordinated by the Ministry
of Development, Investment and International Cooperation (MDICI), ITCEQ and the Project Manager
recruited under Component 4. MDICI shall regularly report against the targets indicated in the results
framework of the Project. Quarterly monitoring and progress reports will be prepared and submitted to
AfDB and the OECD. The Project Manager will ensure close coordination among key stakeholders and
provide timely support to the executing agency as required.
AfDB will also perform annual supervision missions covering GoT executed activities to document
progress and identify challenges that would need corrective actions. Regular meetings will be also
organized between the 2 ISAs to ensure full coordination. Such approach has been used for another MENATF project (i.e. operationalization of PPP) and proved very useful. Also, a mid-term review will be carried
out to assess progress and to draw lessons from the Project and provide an opportunity to adjust activities
to ensure that the Project meets its objectives. A final report will be prepared at the end of the Project.
E. PROJECT BUDGETING AND FINANCING
20. Project Financing (including ISA Direct Costs5), Estimated budget
Cost by Component
Transition Fund (USD)
OECD as
ISA
5
Country CoFinancing
(USD)
Total
(USD)
AfDB as
ISA
Component 1:
953,985
820,000
110,000
1,883,985
(a) Sub-component 1.A:
Activity 1.A.1
Activity 1.A.2
Activity 1.A.3
953,985
251,665
421,572
280,748
0
0
0
0
0
0
0
0
953,985
(b) Sub-component 1.B:
Activity 1.B.1
Activity 1.B.2
Activity 1.A.3
0
0
0
0
820,000
200,000
300,000
320,000
110,000
25,000
35,000
50,000
930,000
Component 2:
352,160
700,000
66,000
1,118,160
(a) Sub-component 2.A:
352,160
0
0
352,160
(b) Sub-component 2.B:
Activity 2.B.1
0
0
700,000
500,000
66,000
33,000
766,000
533,000
ISA direct costs are those costs related to the ISA’s direct provision of technical assistance within the project.
18
Activity 2.B.2
Component 3:
0
200,000
33,000
233,000
541,872
0
0
541,872
0
310,000
300,000
10,000
55,000
55,000
0
365,000
355,000
10,000
1,848,017
1,830,000
231,000
3,909,017
Component 4:
Project management
Audit
Total direct Project Cost
21. Budget Breakdown of Indirect Costs Requested (USD)
Description
For grant preparation, administration and
implementation support:
OECD indirect costs*
AfDB indirect costs
Total Indirect Costs
Amount (USD)
124,253
100,000
224,253
* Since 1 March 2005, the Organisation applies an indirect VC administration charge to all voluntary contributions
accepted. A new cost recovery policy was adopted by Council in November 2009. The current base rate is 6.3% of the
total amount of the contribution to which adjustments may apply.
19
F. Results Framework and Monitoring
Project Development Objective (PDO): Enhance efficiency and effectiveness in the implementation of Tunisia’s 5-year Strategic Development Plan and structural reforms by strengthening the
Government’s statistical, monitoring and evaluation capacity in project and reform management
PDO Level Results Indicators
Unit
Baseline
Cumulative Target Values
Frequency
Data Source/
Responsibility
Description (Indicator
Methodology
for Data
Definition, etc)
Y1
Y2
Y3
Collection
PDO indicator 1: Enhanced
Quantitative 0.8% (INS)
2%
3%
4%
Annual
National
Project
Annual GDP growth rate
economic growth measured
Institute of
Implementation for 2016, 2017 and 2018
Statistics and
Team (PIT);
DGP (MDICI)
MDICI
PDO indicator 2: Reduced regional
Quantitative 30
20
Once
National
Project
Difference between
disparities
percentage
percentage
Institute of
Implementation highest and lowest
points
points
regional unemployment
Statistics (INS) Team (PIT)
rates
PDO indicator 3: Improved enabling Qualitative
Capacity
Improved
Annual
Project
Project
Qualitative assessment of
gaps
environment and government
capacity
reports
Implementation improved government
capacity to implement
capacity to implement the SDP
capturing
Team (PIT)
the SDP effectively
2016-2020 (MENA TF pillar
progress and
indicator 5.1)
results
PDO indicator 5: Documents
produced (MENA TF pillar indicator
5.1.1)
Quantitative
0
1
7
10
Annual for OECD,
once for GoT
Project
reports
capturing
progress and
results;
documents
produced
Project
Implementation
Team (PIT)
Studies, assessments,
reports, action plans,
roadmaps, models of
good practices or
frameworks designed and
(if applicable) endorsed
by the GoT
PDO indicator 6: Government
bodies and institutions including
local governments supported
(MENA TF pillar indicator 3.1.2)
Quantitative
0
6
8
9
Annual
Project
reports
capturing
progress and
results
Project
Implementation
Team (PIT)
Government bodies and
institutions receiving
support (target: DGP,
DGDR, ITCEQ, ODS,
ODNO, ODCO, CGDR,
CNS, INS)
20
INTERMEDIATE RESULTS
Component 1: Support for the implementation of macro-economic and structural policies under the Strategic Development Plan and the design of future reforms and policies
Indicator 1.1: Availability of
economic projections for Tunisia
based on OECD methodology
Quantitativ
e
Economic
projections
not
benchmark
ed
1
3
5
Semi-annually
OECD
Economic
Outlook
PIT
Indicator 1.2: Availability of structural
indicators and policy
recommendations
Quantitativ
e
Tunisia not
participatin
g
-
1 (interim)
3 (interim
and main
report)
Annual (bi-annual
main report and
interim reports)
OECD Going
for Growth
publication
PIT
Indicator 1.3: Availability of in-depth
policy analysis (Economic Report),
including policy recommendations
Quantitativ
e
No report
-
1
1
Once
Tunisia
Economic
Report
PIT
Indicator 1.4: Capacity building
through seminars in Tunisia /
participation of government officials
in OECD Committees
Quantitativ
e
None
1/1
3/3
5/3
Annually
PIT
Indicator 1.5: Number of Tunisian
officials seconded to the OECD to
foster knowledge transfer
Indicator 1.6: Number of structural
reforms and policies for which exante quantitative impact assessment
is performed
Indicator 1.7: Models developed for
enhanced forecasting, planning and
monitoring by MDICI
Quantitativ
e
None
1
2
2
Annually
Qualitative
0
-
-
4
Annually
Project
progress
reports;
minutes of
meetings and
seminars
Project
progress
reports
Project
progress
reports
Qualitative
0
-
3
3
Annually
Project
progress
reports
21
Development of economic
projections in line with
OECD standards allowing
for benchmarking under
the bi-annual OECD
Economic Outlook.
Inclusion of Tunisia in the
OECD Going for Growth
publication, including
capacity building to
maintain indicators in the
future
Economic Report covering
macroeconomic and
structural aspects and
policy recommendations,
followed by a workshop on
structural reforms
Number of seminars
organised in Tunisia /
Number of missions of
Tunisian officials to OECD
HQ
PIT
Number of secondees to
the OECD
PIT
Assessment for 2018 to be
carried out
PIT
Development and
operationalisation of
DGSE, dynamic factor and
CGE models; related
training activities
Indicator 1.8: Number of Training
sessions organized
Quantitativ
e
0
-
4
7
Once
Project
progress
reports
PIT
Training related to
maintenance and use of
DGSE, dynamic factor and
CGE models;
Project
progress
report;
workshop
report
Diagnostic
report,
minutes of
Working
Party
Meeting
PIT
Workshop focusing on the
production of regional
indicators and their
sustainability over time
PIT/OECD
Diagnostic report ,
including targeted
recommendations, to be
peer reviewed by the
OECD Working Party on
Territorial Indicators and
discussed at MENA OECD
Governance Programme
Benchmarking of regional
contributions to national
prosperity and well-being
through Regions at a
Glance publication
Diagnostic assessment of
regional development
policies including best
practices and weaknesses;
dissemination seminar
M&E tool involving civil
society will also monitor
public projects
implemented in the
regions under SDP
Indicator set developed
and published
Component 2: Support to inclusive regional development policies through improved regional statistical capacity
Indicator 2.1: Capacity building
through workshop on the production
of regional indicators
Quantitativ
e
None
-
1
1
Once
Indicator 2.2: Diagnostic of the
governance of statistics for regional
development developed
Quantitativ
e
None
-
1
1
Once
Indicator 2.3: Tunisia’s
benchmarking through participation
in the OECD Regions at a Glance
publication completed
Quantitativ
e
None
-
-
1
Annually
OECD Regions
at a Glance
OECD
Indicator 2.4: Diagnostic assessment
of historical regional development
policies finalised
Quantitativ
e
None
-
1
1
Once
Diagnostic
assessment
PIT
Indicator 2.5: Monitoring and
evaluation system of regional
development policies is active
Quantitativ
e
None
-
1
1
Once
Project
progress
reports
PIT
Indicator 2.7: National indicators
measuring regional attractiveness are
available
Indicator 2.8: Number of staff of
MDICI and sectoral ministries
participating in capacity building on
M&E of regional policies
Quantitativ
e
None
-
1
1
Annually
PIT
Quantitativ
e
None
-
10
20
Once
Project
progress
reports
Project
progress
reports;
training
reports
22
PIT
Capacity building including
trainings and / or study
visits
Component 3: Support to Tunisia’s open data agenda through a new statistical dissemination infrastructure
Indicator 3.1: Statistical
dissemination infrastructure installed
and operational
Qualitative
None
-
1
1
23
Once
Project
progress
report, .Stat
infrastructure
PIT
INS.Stat system developed
and operational